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Questions and Answers
What distinguishes a programmed decision from a nonprogrammed decision?
What distinguishes a programmed decision from a nonprogrammed decision?
Which characteristic is typically associated with nonprogrammed decisions?
Which characteristic is typically associated with nonprogrammed decisions?
What is a key attribute of programmed decisions relating to time for solution?
What is a key attribute of programmed decisions relating to time for solution?
Which of the following best describes the goals of programmed decisions?
Which of the following best describes the goals of programmed decisions?
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In which organizational level are programmed decisions predominantly made?
In which organizational level are programmed decisions predominantly made?
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How do nonprogrammed decisions generally differ in terms of information availability?
How do nonprogrammed decisions generally differ in terms of information availability?
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Which approach is generally used for solutions in nonprogrammed decisions?
Which approach is generally used for solutions in nonprogrammed decisions?
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What type of consequences do nonprogrammed decisions typically lead to?
What type of consequences do nonprogrammed decisions typically lead to?
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What does evidence-based management (EBM) prioritize in decision making?
What does evidence-based management (EBM) prioritize in decision making?
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Which of the following best describes the concept of 'bounded rationality'?
Which of the following best describes the concept of 'bounded rationality'?
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What does the term 'satisficing' refer to in decision making?
What does the term 'satisficing' refer to in decision making?
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In evidence-based management, what is encouraged among team members?
In evidence-based management, what is encouraged among team members?
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What does 'suboptimizing' imply in decision making?
What does 'suboptimizing' imply in decision making?
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What is a primary component of the evaluation process when making a decision?
What is a primary component of the evaluation process when making a decision?
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Which of the following is NOT a principle of evidence-based management?
Which of the following is NOT a principle of evidence-based management?
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Which of the following statements aligns with the administrative model of decision making?
Which of the following statements aligns with the administrative model of decision making?
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What does planning often require to address unexpected situations?
What does planning often require to address unexpected situations?
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What is a key aspect of creating a culture in evidence-based management?
What is a key aspect of creating a culture in evidence-based management?
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What is post-decision dissonance?
What is post-decision dissonance?
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Which of the following is a strength of the rational approach to decision making?
Which of the following is a strength of the rational approach to decision making?
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What is a noted weakness of the rational approach?
What is a noted weakness of the rational approach?
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Why might information be limited in the decision-making process?
Why might information be limited in the decision-making process?
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Which of the following best captures a challenge of quantifying alternatives?
Which of the following best captures a challenge of quantifying alternatives?
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What does uncertainty in the decision-making process imply?
What does uncertainty in the decision-making process imply?
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What is a primary consequence of groupthink in decision-making?
What is a primary consequence of groupthink in decision-making?
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Which scenario is most likely to lead to groupthink?
Which scenario is most likely to lead to groupthink?
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What role can be assigned to mitigate groupthink?
What role can be assigned to mitigate groupthink?
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Which of the following is NOT a recommended prescription for preventing groupthink?
Which of the following is NOT a recommended prescription for preventing groupthink?
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How can periodic subgroup discussions help in overcoming groupthink?
How can periodic subgroup discussions help in overcoming groupthink?
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Which of these actions could enhance the quality of decision-making in groups?
Which of these actions could enhance the quality of decision-making in groups?
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What is a defect associated with groupthink?
What is a defect associated with groupthink?
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What might occur if a group fails to incorporate contingency planning due to groupthink?
What might occur if a group fails to incorporate contingency planning due to groupthink?
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What is a benefit of employee participation in the decision-making process?
What is a benefit of employee participation in the decision-making process?
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Which of the following is a drawback of participation in decision making?
Which of the following is a drawback of participation in decision making?
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What technique is specifically used to generate a large number of ideas during the decision-making process?
What technique is specifically used to generate a large number of ideas during the decision-making process?
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Which method involves discussions and voting to reach a decision among group members?
Which method involves discussions and voting to reach a decision among group members?
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What is a key characteristic of the Delphi technique?
What is a key characteristic of the Delphi technique?
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What should be done to mitigate groupthink during decision-making processes?
What should be done to mitigate groupthink during decision-making processes?
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Participating in decision-making can result in which of the following?
Participating in decision-making can result in which of the following?
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Which of the following is NOT a technique for group problem solving?
Which of the following is NOT a technique for group problem solving?
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Study Notes
Types of Decisions
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Programmed Decision: Frequent decisions with established rules.
- Decision Rule: Guidelines for selecting alternatives based on specific characteristics.
- Nonprogrammed Decision: Rare decisions with no established rules.
Characteristics of Decisions
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Programmed Decisions:
- Well-structured, repetitive, clear goals.
- Information readily available, minor consequences, made at lower organizational levels, quick solutions using set procedures.
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Nonprogrammed Decisions:
- Poorly structured, new and unusual, vague goals.
- Information often unclear or unavailable, major consequences, made at higher organizational levels, longer resolution times using judgment and creativity.
Decision-Making Conditions
- Information availability varies on a continuum, affecting decision-making complexity.
Evaluating, Choosing, and Implementing
- Evaluation Process: Involves anticipating outcomes, costs, uncertainties, and risks for each alternative.
- Contingency Plans: Backup actions if primary decisions fail.
- Post-Decision Dissonance: Doubt arising after a decision has been made.
Strengths and Weaknesses of the Rational Approach
- Strengths: Promotes logical, sequential decision-making; relies on thorough analysis and factual information.
- Weaknesses: Assumes unrealistic conditions; limited information due to constraints; quantification challenges; unpredictable outcomes.
Evidence-Based Decision Making (EBM)
- Commitment to using the best evidence and data for decisions.
- Encourages truthfulness, acknowledgment of risks, and avoidance of untested beliefs and blind benchmarking.
The Administrative Model
- Bounded Rationality: Managers process only a limited subset of information.
- Suboptimizing: Accepting less than optimal to prevent negative consequences in other areas.
- Satisficing: Searching for alternatives until a minimally acceptable solution is found.
Group Decision Making
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Groupthink: Poor decision-making due to high cohesion and directive leadership under time pressure. Leads to:
- Fewer considered alternatives.
- Ignoring risks and expert opinions.
- Lack of contingency planning.
Preventing Groupthink
- Leader Prescriptions: Encourage critical evaluation, impartiality, and assign a devil’s advocate.
- Individual Prescriptions: Foster critical thinking and discussions with outsiders.
- Organizational Prescriptions: Multiple independent groups studying the same issue, training on groupthink prevention.
Participation in Decision Making
- Benefits: Enhanced solutions, greater engagement in tasks.
- Drawbacks: Risks of polarization and groupthink.
Group Problem Solving Techniques
- Brainstorming: Generating diverse ideas during decision-making.
- Nominal Group Technique: Iterative idea generation, discussion, and voting.
- Delphi Technique: Systematic expert judgment gathering for forecasting purposes.
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Description
This quiz explores the types of decisions, namely programmed and nonprogrammed decisions, along with their characteristics and decision-making conditions. It also delves into the evaluation, choosing, and implementation of decisions in various organizational contexts.